As AI Use at Work Increases, Culture Becomes More Critical

I have a confession to make: I am SO sick of hearing about AI. 

I’m tired of hearing people talk about it like it’s a magic panacea that will solve all the world's problems. I’m tired of hearing about how it is - or is not - going to eliminate millions of jobs. Spoiler alert: it will, and we’ll all be worse off because of it.

Beware of Overreliance of Technology

Between project management platforms, CRMs, search engines, data management tools, and now AI, most of us spend the vast majority of our days interacting with technology. Yes, the tools are helpful. But useful tools alone will not keep people engaged and motivated at work each and every day.

Nor are they leading to those memorable and fulfilling moments at work, which activate our brains, hearts, and souls; things AI will never have, but which are vital for human existence. In fact our capacity for creativity, a wide range of emotional experiences, relationship building, and collaboration are the reasons humans have thrived as a species. 

And how dangerously close we are to throwing it all away.

The Illusion of Productivity

One thing that I don’t think gets enough attention in the conversations about AI is that while it can be a useful and convenient tool, interacting with technology does not automatically equate to increased productivity. And it certainly isn’t nearly as meaningful as interacting with other humans.  

As much as we say we love being efficient and productive, the truth is that unless we feel some ownership in our work, we’re leaving most of our potential on the table. This ownership can come from many sources: belief in the mission of our work, application of a skill or strength that we truly enjoy using; relationships with our colleagues; accountable for shared success. Without these things, most of us will get bored and disengage. Easy, mindless work is like eating junk food. Sure, you can get through a lot of it quickly, but you don’t truly feel satisfied no matter how much you consume. 

One of my biggest concerns about AI is that it does take away many of the aspects of work that are most interesting and meaningful to people. Skills like writing, analyzing, designing, synthesizing - these are the things human brains are designed to do. People spend years getting trained and educated on these skills, and we enjoy using them. They become central to our sense of self. If those responsibilities are taken away, one of the only real sources of meaning and purpose left will be our relationships and accountability to each other. So for leaders, it would be wise to invest in cultivating those relationships now!

The Human Experience at Work

The last 5 years have been a major wake-up call for employers regarding employee retention and engagement. Executives are learning what employees have known forever: motivated and engaged people stay in jobs when they feel valued and connected. 

• This means having meaningful relationships with colleagues built on trust, shared accountability, and interdependence. 

• This means knowing that, and how, individual contributions have an impact on company goals. 

• This means feeling like your questions, input, and ideas are not just heard, but actually considered.

You know what can’t provide any of these conditions for employee engagement? Technology as the end-all-be-all-solution it’s hyped up to be, especially AI.

Technology’s role should be a tool used by people within a culture, and not the defining element of workplace experience.

Investment in Culture Counteracts Disconnection

As companies encourage employees to use AI and other tools more, it’s critical to make sure that the work environment not only encourages, but proactively facilitates opportunities for these more meaningful and human elements of work. At Barometer XP, we define culture as the comprehensive workplace environment and how it either helps or hinders the employee experience (read more about the 9 dimensions of culture here). 

What does this look like in practice?

• Dedicate time for employees to interact with each other solely for the purpose of strengthening relationships and forming new connections.

• Listening to employee complaints and suggestions about how the work environment (processes, tools, culture) can be improved, and make small changes that make big differences in performance.

• Make learning and development a collaborative experience, so employees share ideas and practice new skills together.

When the default work experience is sitting alone with a machine for most of the day, leaders need to be proactive about creating opportunities to activate employees' brains, hearts, and souls. 

Want some ideas for how to do this at your work? Let’s talk!